south african police service annual performance...

South African Police

Service Annual

Performance Plan

2019/2020 -Presentation to the Select

Committee on Security &

Justice

- 17 July 2019

Pre

sen

tati

on

Overv

iew

(1)

SAPS’s Strategic Direction:

State of the Nation Address, June 2019.

Minister’s Strategic Direction, June 2019.

SAPS’s Strategic Direction.

Hierarchy of Plans.

SAPS Organisational Profile:

Organisational Structure.

2019 Estimates of National Expenditure (ENE).

Key Areas of Performance: Programme and Subprogramme

Plans, Financial Programmes 1 to 5.

Pre

sen

tati

on

Overv

iew

(2)

Matters raised by the Select Committee on Security and

Justice:

Involvement of the Community in the fight against crime:

Community Policing Strategy.

Empower and support the youth to become involved in fighting

crime: Youth Crime Prevention Strategy.

Distribution of resources at police station level:

ꟷ Capacitation of Police Stations.

ꟷ Physical Resources (Vehicles).

ꟷ Safety of Members.

Roll-out of the Rural Safety Strategy.

Strategies to reduce the incidence of violent Crime (June 2019

State of the Nation Address).

Establishment of Anti-Gang Units.

The addressing of Domestic Violence, by the SAPS.

SAPS Strategic Direction

5

State of the Nation Address – June 2019 (Slide 1)

Economic

transformation

and job

creation

Education,

skills and

health

Consolidating

the social

wage through

reliable and

quality basic

services

Spatial

integration,

human

settlements

and local

government.

Social

cohesion and

safe

communities

A capable,

ethical and

developmental

state

A better Africa

and World

“As we enter this new administration, we will focus on seven priorities”

Creating a safe and secure crime free environment that

is conducive for social and economic stability,

supporting a better life for all

6


Prioritise implementation

of NDP commitments

(targets)

Violent crime will be halved

Better educational outcomes

All people are safe and feel

safe

Safety of commuter transport

Protection of vulnerable

groups

Opportunities for people with

disabilitiesSafer cities

Gangs & Drugs

Economic Crimes

Safety of tourists

SONA key deliverables relating to policing

7


Improve success rate in investigation

Improve success rate in prosecution

Better training and professionalization of

the CJS

Increased police visibility

Effective community policing forums

Increase annual intake of students to

7 000

Strategies to end gender based violence and

femicide

Capacitating and equipping the police and court system to support survivors of

gender-based violence

SONA key deliverables relating to policing

8

Minister’s Strategic Direction – June 2019 (Slide 1)

9

9

SAPS’s Strategic Direction – June 2019

Creating a safe and secure crime free environment that is

conducive for social and economic stability, supporting a

better life for all

Stamping the

authority of

the State

Thorough

and

responsive

investigation

of every

crime

Priority Crime

Investigation

Crime

intelligence in

support of

policing

Collaborative,

consultative

approach to

policing

Building a

professional

and capable

SAPS

Patriotic and Selfless Service

Hierarchy of Plans

Implementation of the Strategic Direction10

SAPS

Strategic

Direction

Regulatory Requirements

(Legislative & Policy Framework)

Strategic Plan

2020 to 2025

Annual Performance Plans

Annual Operational Plans at business unit level

Performance Agreements at individual level

Creating a safe & secure, crime free environment, that is conducive for

social & economic stability, supporting a better life for all

Critical Success Factors to addressing the NDP & SONA:

Link strategic initiatives to medium & short-term planning.

Prioritise strategic initiatives (SONA) Link planning and budgeting, supported by

strategic partnerships

Strategies and High-level Plans

SAPS Organisational Profile

12

SAPS Organisational Profile

Organisational Structure

2019 Estimates of National

Expenditure

The Budget is Compiled for Three Years (Revised

Annually)

2018/2019

2019/2020

2020/2021

2018 MTEF

Changes to Baseline:

Reprioritisation

between

departments (no

additional funding

available as a result

of fiscal constraints).

3rd year = forecast

inflationary increase

on 2nd year.

Budget decreases.

2019/2020

2020/2021

2021/2022

2019 MTEF

14

15

MTEF Allocation letter

Financial Programmes

Programmes Reflect Broad Purposes and Functions on which Funds are

Expended (Year-on-Year Increases)

Main Programmes

(R million)

2018/19

Revised

Estimate

Rm

2019/20

Estimate

Rm

%

Increase

2020/21

Estimate

Rm

%

Increase

2021/22

Estimate

Rm

%

Increase

Administration 19 403 20 446 5.4% 21 853 6.8% 23 245 6.4%

Visible Policing 46 872 49 912 6.5% 53 286 6.8% 56 794 6.6%

Detective Services 18 662 19 995 7.1% 21 416 7.1% 22 868 6.8%

Crime Intelligence 3 805 4 093 7.6% 4 389 7.2% 4 676 6.5%

Protection and

Security Services2 942 3 149 7.0% 3 379 7.3% 3 597 6.4%

Total 91 684 97 595 6.4% 104 323 6.9% 111 180 6.6%

16

Budget - 2019

78,2%

17,1%

1,2% 3,5%

Economic Classification Weight % - 2019/2020

Compensation

Goods and services

Transfer payments

Capital payments

17

Economic Classification

Items Represent Goods and Services to Pursue Purposes and Functions

(Year-on-year Increases)

Economic

Classification

(R million)

2018/19

Revised

Estimate

Rm

2019/20

Estimate

Rm

%

Increase

2020/21

Estimate

Rm

%

Increase

2021/22

Estimate

Rm

%

Increase

Current Payments 87 083 94 066 6.8% 99 489 7.0% 106 060 6.6%

Compensation of

Employees70 802 76 358 7.8% 81 883 7.2% 87 206 6.5%

Goods and Services 16 282 16 659 2.3% 17 606 5.7% 18 854 7.1%

Transfers and

Subsidies1 145 1 211 5.8% 1 275 5.2% 1 346 5.6%

Payments for Capital

Assets3 455 3 367 (2.5%) 3 560 5.7% 3 774 6.0%

Buildings and other

fixed structures825 871 5.5% 921 5.8% 990 7.5%

Machinery and

Equipment2 623 2 490 (5.1%) 2 631 5.7% 2 776 5.5%

Total 91 684 97 595 6.4% 104 323 6.9% 111 180 6.6%

18

19

Apportioning to Cost Centres

The internal apportioning process takes into account various processes and factors in order to derive a

fair distribution of financial resources between the different cost centres, inter alia the following:

Budgetary allocations by National Treasury as contained in the ENE (i.e. affordable inflationary increases per

category of spending).

Budgetary restrictions imposed by National Treasury in terms of compensation of employees, earmarked amounts

& specifically and exclusively allocated amounts.

MTBPS priorities and Annual Performance Plan of SAPS.

Equitable share of financial resources in terms of personnel numbers, status of vehicle fleet, population and crime

weights of provinces.

Prioritisation of 30 high crime weight stations in terms of human and physical resources (vehicles, BRV’s, firearms,

cell phones). Interventions, such as deployments and funding in addition to baseline of affected provinces.

Baseline allocation of previous year and functions shifted between cost centres as well as reprioritisation by cost

centres within existing baselines.

Spending proposals by cost centres that cannot be accommodated within baseline such as interventions and

projects.

Priorities as indicated by the Executive Authority/Accounting Officer.

20

Operational Funding Allocated to Provinces

Provinces Budget Allocation

Western Cape R 858 889 000

Northern Cape R 372 144 000

Free State R 525 742 000

Eastern Cape R 955 667 000

KwaZulu-Natal R1 236 132 000

Mpumalanga R 512 352 000

Limpopo R 600 481 000

Gauteng R1 505 387 000

North West R 559 904 000

21

General Remarks

Personnel is the primary cost driver in the Vote: Police and also drives direct

operational expenditures.

Compensation expenditure (78% of the Vote) is, therefore, annually

determined from zero, taking into account existing personnel and new

personnel, where after they are apportioned between programmes.

Operational expenditures are predominantly goods, services and

machinery/equipment in order to perform services

Essentially, 3 budget types exist namely:

ꟷ Compensation budget.

ꟷ Operational budget, including

ꟷ Capital budget.

22

The spending focus (goods and services and capital investment) over the

medium-term, includes:

- Professionalising the police service through skills development.

- Continued strengthening of the criminal justice system by contributing to the criminal

justice sector revamp and modernisation programme.

- Investing in capital assets consisting of machinery and equipment essentially transport

assets.

- Other critical items such as bullet resistant vests, firearms, clothing, mobile police

stations.

- Capacitation of existing POPS units, intervention through deployments.

- General Election 2019, Inauguration and the policing of major events.

- Sustain DPCI baseline allocation.

- Sustain actual personnel numbers within the compensation budget ceiling.

Spending Focus 2019/2020 – 2021/2022

23

The SAPS’s budget remains under pressure after various budget reductions were introduced, in recent financial years, as well as the carry through effect on outer year

baselines

Baseline reductions: 2016/2017 - 2021/2022

(Already Introduced)

Decreases

introduced

2016/17

R’000

2017/18

R’000

2018/19

R’000

2019/20

R’000

2020/21

R’000

2021/22

R’000

Compensation

of employees(799 992) (1 465 541) (1 366 741) (1 470 613) (1 580 909) (1 683 668)

Goods and

Services- (227 028) (843 857) (1 214 345) (1 246 351) (1 030 073)

Capital Assets - - (186 481) (199 795) (210 994) (223 654)

Integrated

Justice System - - (150 000) (428 260) (452 609) (478 345)

Criminal Justice

System- - (510 038) (386 767) (417 823) (451 693)

24

Limited reallocation of resources can be performed as big movement of people and

money from one functional area to another are seldom appropriate as primary tasks need

to be performed.

Additional priorities over the MTEF:

ꟷ Business case for additional personnel

ꟷ Additional request from DPCI for capacitation of cyber-crime units

ꟷ Further capacitation of POP units as additional funding was limited to 2017/2018 and

2018/2019 financial years.

ꟷ Unforeseen compensation expenditures emanating from latest wage agreement, especially

expanding housing allowance to nearly all employees.

ꟷ Increase in VAT from 14% to 15%.

ꟷ Exchange rate fluctuations.

Current levels of crime and public unrest resulting in additional deployments, unfunded

mandates, etc. have increased risk of over-spending.

MTEF Budget Cost Pressures Indicated

25

Departmental spending over the medium-term will be in relation to the core

programmes with Visible Policing comprising more than 51% weight of the total

Vote in 2019/2020. The Detective Services in terms of weight is also a significant

portion of nearly 21%.

Compensation of employees will remain the largest driver of spending, constituting

78% of the total budget for 2019/2020 providing for remuneration costs and

personnel numbers over the period. (191 431 by the end of March 2020).

ꟷ This is the outcome of the announcement by the Ministers of Finance and Public Service

and Administration to manage personnel expenditure and develop tools to assist

departments to reduce personnel numbers over the medium-term).

Operational expenditures, including goods and services, transfer payments and

payments for capital assets total 22% of the total budget in 2019/2020.

The growth rate for the Vote, from 2018/2019 to 2019/2020, is 6.4%.

Conclusion

Programme and Subprogramme

Plans

Financial Programmes 1 - 5

SAPS Financial Programmes and Contributing

Business Units (1)

Division: Human Resource Management.

Division: Human Resource Development.

Division: Supply Chain Management.

Division: Technology Management Services.

Division: Financial Management and Administration.

Management Intervention (Inspectorate).

Component: Organisational Development.

Component: Internal Audit.

Component: Strategic Management.

27

To regulate the overall management of the Department

and provide centralised support services.Administration1


Business Units (2)

Division: Visible Policing.

Division: Operational Response Services

28

To discourage all crimes by providing a proactive and

responsive policing service that will reduce the levels

of priority crime.Visible Policing2

To contribute to the successful prosecution of

offenders by investigating, gathering and analysing

evidence.

Detective

Services3

Division: Detective Service.

Directorate for Priority Crime Investigation.

Division: Forensic Services.

29


Business Units (3)

Division: Crime Intelligence.

To gather crime intelligence in support of the

prevention, combating and investigation of crime.

To collate, evaluate, analyse, coordinate and disseminate

intelligence for the purpose of tactical, operational and

strategic utilisation.

To institute counter-intelligence measures within the

SAPS.

To prevent and fight crime through enhanced

international cooperation and innovation on police and

security matters.

Crime

Intelligence4

Minimise security violations by protecting foreign and

local prominent people and securing strategic interests.

Protection

and Security

Services5

Division: Protection and Security Services.

Component: Presidential Protection Service.

Programme 1

AdministrationTo regulate the overall management of the

Department and provide centralised support

services

Programme 1: Administration

Expenditure Estimates31

SUB-PROGRAMMES

Ministry

Management

Corporate Services

Civilian Secretariat

TOTAL

2018/2019

R million

62

81

19 129

131

19 403

2019/2020

R million

65

86

20 148

147

20 446

Purpose: Develop departmental policy & manage the department, includingproviding administrative support.

The Civilian Secretariat for Police, as a designated department, is reflected as atransfer payment on the Vote: Police, amounting to R147 million in 2019/20.

Corporate Services consists inter alia of Human Resource Development (R2,419billion), Technology Management Services (R3,363 billion) & Supply ChainManagement (R4,098 billion), of which R870 million is for Capital Works, HumanResource Management (R1,536 billion), Financial Services (R1,105 billion) &Corporate Support (R1,368 billion) etc.


Key Areas of Performance (Slide 1)32

Statistical

Performance

Indicators

Extent of Implementation of the NDP High-level Action Plan

Extent of Implementation of the Legislative Compliance Framework

% decrease in murders of SAPS Act members on duty

% of people with disabilities employed in relation to the total workforce

(2%)

% of legitimate invoices paid within 30 days (99%)

Ratio of personnel to vehicles (4.51:1)

% of firearms to be distributed in relation to the demand received from end

users

% of identified audit recommendations implemented (100%)



Establish an

adequate

human

resource

capability

% of minimum workforce maintained against the approved

establishment (98% - 191 431)

Transform and

Professionalise

the Service

% of leaners assessed and declared

competent upon completion of their

training in terms of the TPP (97%)

Crime Prevention (17 774)

Women and Children (7 326)

Crime Investigations (6 795)

Public Order Policing (6 780)

Forensic Science (1 877)

Crime Intelligence (561)

Cybercrime (935)

Legal principles & use of handgun

(4 089)



Transform and

Professionalise

the Service

% of disciplinary cases finalised within the prescribed timeframe (90% < 60

calendar days)

% of finalised service terminations submitted to various pension funds within

prescribed timeframe (70% < 60 working days)

% of IPID recommendations initiated within the prescribed timeframe

(100% < 30 calendar days)

% of IPID related disciplinary cases finalised within the prescribed timeframe

(90% < 60 calendar days)

Improvement of

Infrastructure

development and

public access to

policing services

% of planned Police Facility Projects

completed as per the SAPS Infrastructure

Development Programme (80% - 161)

Capital works (80% - 144)

Planned maintenance (80% - 17 = 161)

Mobile contact points (15)



Percentage of

identified

Information

Communication

Technology (ICT)

Infrastructure

deliverables

achieved (80%)

Number of identified digital radio communication infrastructure sites

modernised and implemented (112 high sites)

Number of identified National Network Communication Infrastructure sites

modernised and implemented (240 WAN / 180 LAN)

Number of prioritised sites implemented with CCTV (129)

Number of Remotely Piloted Aircraft Systems (drones) issued to prioritised

areas (10)

Percentage of

prioritised IS

solutions

deliverables

achieved (85%)

Number of prioritised sites implemented with case management capabilities (18

ICDMS)

Number of prioritised sites implemented with modernised incident management

capabilities (6 - 10 111s / 16 200 - VMUs)

Number of prioritised sites implemented with person management capabilities

(266)



Inculcate a

culture of

uncompromising

performance

management:

Audit opinion on the SAPS’ predetermined objectives by the AGSA

(unqualified audit opinion)

% of audits completed in terms of the Internal Audit Plan (100% – 166)

% of forensic investigations finalised (100% - 8)

% of intervention execution standards executed (100% - 270)

Programme 2

Visible PolicingTo discourage all crimes, by providing a proactive and

responsive policing service that will reduce the levels of

priority crime

Programme 2: Visible Policing


SUB-PROGRAMMES

Crime Prevention

Border Security

Specialized Interventions

Facilities

TOTAL

2018/2019

R million

36 279

2 101

4 384

4 108

46 872

2019/2020

R million

39 048

2 183

4 374

4 307

49 912

Purpose: Enable police stations to institute and preserve safety and security,provide for specialised interventions & the policing of South Africa’s borders.

This is the largest programme in Department (Weight 51.1%).

Includes: Crime Prevention (R33,3 billion), Rail Police (R1,197 billion), K9 Units(R918 million), Mounted Police (R150 million), Youth, Children & Gender BasedViolence (R45 million), Flying Squad (R1,255 billion), Detained Persons (R253million) etc.

Border Security including Ports of Entry, (R2,183 billion).

Specialized Interventions include Special Task Force (R94 million), NationalIntervention Units (R373 million), Tactical Response Teams (R391 million) & PublicOrder Policing (R2,504 billion).

Facilities to provide for municipal services (R1,231 billion), leases (R1,596 billion)& accommodation charges (R1,480 billion).

Programme 2: Visible Policing


Statistical

Performance

Indicators

Number of identified functional strategic partnerships

Number of reported crimes against women

Number of reported crimes against children

Number of crimes for unlawful possession of and dealing in drugs

Recovery of illicit drugs including: Cannabis, Cocaine, Crystal Meth, Heroin,

Mandrax

% of identified police stations where sector policing has been implemented

according to the set implementation criteria (95% of identified stations)

Programme 2: Visible Policing (Crime Prevention)


Contribute to

the reduction

of serious

crime

Reduce serious crime by 2% to 1 618 407

Reduce contact crime by 2% to 545 363

Reduce by contact-related crime 2% to 111 214

Reduce property-related crime by 2 % to 487 874

Reduce other serious crime by 2 % to 414 398

Reduce serious crime at the 30 high crime weight stations by 2% to 174

278

Reduce contact crime at the 30 high crime weight stations by 2% to 69

136

Strengthening

the community-

centred approach

to policing

% of police stations that have functional CPFs according to set guidelines

(99% of 1 149)

The Minister of

Police has called for

a 50% reduction in

violent crime in 5

years (SONA), which

will be addressed by

means of an

Addendum to the

2019/2020 APP (mid

August 2019)

30 High Crime Weight Stations (Slide 2.1)41

Position Station Cluster Province

1. Johannesburg Central Johannesburg Central Cc Gauteng

2. Nyanga Nyanga Cc Western Cape

3. Hillbrow Johannesburg East Gauteng

4. Mitchells Plain Mitchells Plain Cc Western Cape

5. Khayelitsha Khayelitsha Cc Western Cape

6. Dobsonville Soweto West Cc Gauteng

7. Delft Blue Downs Cc Western Cape

8. Umlazi Ethekwini Outer/S Cc KwaZulu-Natal

9. Ivory Park Ekurhuleni North Cc Gauteng

10. Kraaifontein Tygerberg Cc Western Cape

11. Kagiso West Rand Cc Gauteng

12. Honeydew Johannesburg West Cc Gauteng

13. Temba Tshwane North Cc Gauteng

14. Inanda Ethekwini Inner/N Cc KwaZulu-Natal

15. Mfuleni Blue Downs Cc Western Cape

30 High Crime Weight Stations (Slide 2.2)42

Position Station Cluster Province

16. Alexandra Johannesburg North Cc Gauteng

17. Pretoria Central Tshwane West Cc Gauteng

18. Plessislaer Umgungundlovo S Cc KwaZulu-Natal

19. Durban Central Ethekwini Central Cc KwaZulu-Natal

20. Moroka Soweto West Cc Gauteng

21. Mamelodi East Tshwane East Cc Gauteng

22. Jeppe Johannesburg East Cc Gauteng

23. Witbank Witbank Cc Mpumalanga

24. Tembisa Ekurhuleni North Cc Gauteng

25. Park Road Park Road Cc Free State

26. Randfontein West Rand Cc Gauteng

27. Harare Khayelitsha Cc Western Cape

28. Eldorado Park Soweto East Cc Gauteng

29. Rietgat Tshwane North Cc Gauteng

30. Empangeni King Cetshwayo KwaZulu-Natal



Contribute to

the reduction

of serious

crime

Number of stolen/lost and illegal firearms recovered (>1% to 5 404)

Number of identifiable stolen/lost SAPS firearms recovered (>10% to 156)

Number of stolen/robbed vehicles recovered (maintain at 36 548)

Number of escapees from police custody (2%< to 769)

Enhance

quality service

delivery and

responsiveness

% of applications for new firearm licenses finalised within 90 working days (90%)

Average national police reaction time to Alpha complaints (17:37 mins)

Average national police reaction time to Bravo complaints (21:29 mins)

Average national police reaction time to Charlie complaints (19:13 mins)

% of police stations rendering a victim friendly service to victims of rape, sexual

offences, domestic violence and abuse (100% of 1 149)



Strengthening

the

community-

centred

approach to

policing

Number of rural and rural/urban mixed police stations implementing the

set criteria of the four pillars of the Rural Safety Strategy (865 from 883)

Number of community outreach campaigns conducted (65, 20 national, 45

provincial)

Number of schools identified to implement the School Safety Programme

(1 300)

Programme 2: Visible Policing (Border Security & Specialised

Interventions)

Key Areas of Performance (Slide 1) 45

Effective Border Security

Management:

% of crime-related hits reacted

to as a result of the Movement

Control System and Enhanced

Movement Control System

(100%)

Screening on wanted persons (100%)

Screening on stolen or robbed vehicles (100%)

% of profiled

vehicles/containers and cargo

consignment searched for illicit

drugs, firearms, stolen/robbed

vehicles, consignment, smuggled

persons, and counterfeit

goods/contraband (100%)

Vehicles (100%)

Containers (100%)

Cargo (100%)

Programme 2: Visible Policing (Border Security & Specialised

Interventions)


Police or stabilise incidents of

public disorder and crowd

management:

% of crowd management

incidents policed or stabilised

(100%)

% of peaceful crowd management incidents policed (100%)

% of unrest crowd management incidents policed (100%)

% of medium to high-risk

incidents responded to in

relation to requests received

(100%)

% of medium to high-risk incidents responded to, in relation to

requests received by: National Intervention Unit (100%)

% of medium to high-risk incidents responded to, in relation to

requests received by: Special Task Force (100%)

Safeguarding of valuable

and/or dangerous government

cargo

% of safe delivery of valuable and/or dangerous government

cargo, in relation to the number of cargo protection provided

(100% provided without security breaches)

Programme 3

Detective ServicesTo contribute to the successful prosecution of

offenders by investigating, gathering and analysing

evidence

Programme 3: Detective Services


Purpose: Enable the investigative work of the SAPS, including providing support to investigators in terms of forensic evidence & the Criminal Record Centre.

Crime Investigations include Crime Detection (R10,688 billion), Vehicle Theft Units

(R541 million), Stock Theft Units (R628 million) & Family Violence & Child

Protection Units (R1,059 billion).

There is a continued focus on Forensic Services, also taking into account new

legislation.

Specialised Investigations, consisting of the DPCI - significant resourcing of the

DPCI especially from 2012/2013. Effective from 2016/2017 the National Treasury

has allocated the budget allocation for this purpose as “specifically & exclusively”.

SUB-PROGRAMMES

Crime Investigations

Criminal Record Centre

Forensic Science Laboratory

Specialised Investigations

TOTAL

2018/2019

R million

12 790

2 552

1 702

1 617

18 662

2019/2020

R million

13 596

2 734

1 932

1 733

19 995

Programme 3: Detective Services


Statistical

Performance

Indicators

Conviction rate for serious crimes (88.77% in 2019/2020, 88.89% in 2020/2021 and 89% in

2021/2022)

Conviction rate for contact crimes (81.03% in 2019/2020, 81.06% in 2020/2021 and 81.25%

in 2021/2022)

Conviction rate for crimes against women 18 years and above (84.25% in 2019/2020,

84.50% in 2020/2021 and 84.70% in 2021/2022)

Conviction rate for crimes against children under 18 (81.90% in 2019/2020, 82.10% in

2020/2021 and 82.25% in 2021/2022)

Conviction rate for contact-related crimes (87.15% in 2019/2020, 87.48% in 2020/2021 and

87.66% in 2021/2022)

Conviction rate for property-related crimes (89.20% in 2019/2020, 89.23% in 2020/2021 and

89.31% in 2021/2022)

Conviction rate for other serious crimes (95.75% in 2019/2020, 95.86% in 2020/2021 and

95.92% in 2021/2022)

Conviction rate for criminal and violent conduct during public protest (63.83% in

2019/2020, 63.95% in 2020/2021 and 64.05% in 2021/2022)

% reduction in outstanding person-to-case forensic investigative leads 26% in 2019/2020,

28% in 2020/2021 and 30% in 2021/2022

% reduction in contact crime case dockets older than 3 years (14.05% in 2019/2020 and

further reduction in 2020/2021 and 2021/2022)

Programme 3: Detective Services (Crime Investigations)


Effective investigation of

serious crime:

Detection rate for serious

crimes (37.25%)

Detection rate for contact crimes (18/19 - 55% / 19/20 -55.22%)

Detection rate for crimes against women 18 and above (18/19 - 75% / 19/20

-75.10%)

Detection rate for crimes against children under 18 (18/19 - 70% / 19/20 -

70.05%)

Detection rate for contact-related crimes (18/19 – 47.50% / 19/20 -47.70%)

Detection rate for property-related crimes (18/19 - 14.43% / 19/20 -14.75%)

Trial-ready case docket

rate for serious crimes

(84.34%)

Trial-ready case docket rate for contact crime (18/19 - 83.63% / 19/20 –

83.79%)

Trial-ready case docket rate for crimes against women 18 and above (18/19

– 82.11% / 19/20 – 82.20%)

Trial-ready case docket rate for crimes against children under 18 (18/19 –

78.51% / 19/20 -78.65%)

Trial-ready case docket rate for contact-related crimes (18/19 – 87.17% /

19/20 -87.25%)

Trial-ready case docket rate for property-related crimes (18/19 - 84.80% /

19/20 - 84.85%)

Programme 3: Detective Services (Crime Investigations)


Detection rate for

serious crimes

(37.25%)

Detection rate for other serious crimes (18/19 - 36.75% / 19/20 -

6.80%)

Detection rate for criminal and violent conduct during public

protests (18/19 – 44.65% / 19/20 - 44.70%)

Detection rate for serious crimes at the identified 30 high crime

weight stations (18/19 – New PI / 19/20 - 37.65%)

Detection rate for contact crimes at the identified 30 high crime

weight stations (18/19 – New PI / 19/20 – 55.96%)

Trial-ready case docket

rate for serious crimes

(84.34%)

Trial-ready case docket rate for other serious crimes (18/19 - 84.64% /

19/20 - 84.75%)

Trial-ready case docket rate for criminal and violent conduct during

public protests (18/19 - 85.60% / 19/20 - 86%)

Trial-ready case docket rate for serious crimes at the identified 30 high

crime weight stations (18/19 – New PI / 19/20 – 86.92%)

Trial-ready case docket rate for contact crimes at the identified 30 high

crime weight stations (18/19 – New PI / 19/20 – 87.92%)

Effective investigation

of serious crime % reduction in outstanding wanted persons already circulated at the

30 high crime weight stations (10%)

Programme 3: Detective Services (Specialised Investigations)


Reduce levels of fraud and

corruption in the public and

private sectors, thereby

improving investor perception,

trust in and willingness to

invest in South Africa

% of trial-ready case dockets for fraud and corruption

within the JCPS Cluster (18/19 - 60% / 19/20 - 77%)

Conviction rate for fraud and corruption within the JCPS Cluster (18/19

– New PI / 19/20 -70%)

Conviction rate for fraud and corruption within the Public Sector

(18/19 – New PI / 19/20 -70%)

Conviction rate for fraud and corruption within the Private Sector

(18/19 – New PI / 19/20 -70%)

Specialised investigation of

serious commercial crime-

related charges

Conviction rate for serious commercial crime-related charges (18/19 –

New PI / 19/20 -97%)

Reduce the levels of serious

organised crime through the

successful closure of serious

organised crime project

investigations

% of registered serious organised crime project investigations

successfully closed (18/19 – New PI / 19/20 -72%)

Providing specialised

investigative support to prevent,

combat and investigate

cybercrime

% of specialised cybercrime investigative support case files

successfully investigated (18/19 - 40% / 19/20 - 55%)

Programme 3: Detective Services (Specialised Investigations)


Reduce levels of fraud and

corruption in the public and

private sectors, thereby

improving investor

perception, trust in and

willingness to invest in

South Africa

% of trial-ready case dockets for fraud and corruption within the

Public Sector (18/19 – New PI / 19/20 - 70%)

% of trial-ready case dockets for fraud and corruption within the

Private Sector (18/19 – New PI / 19/20 - 66%)

Specialised investigation of

serious commercial crime-

related charges

% of trial-ready case dockets for serious commercial crime-

related charges (18/19 – 53% / 19/20 - 65%)

Reduce the levels of serious

organised crime through the

successful closure of serious

organised crime project

investigations

% of identified clandestine laboratories dismantled with arrests

(18/19 – Revised PI / 19/20 -90%)

Programme 3: Detective Services (Criminal Record Centre)


Improve the processing of

fingerprint searches and

maintenance of criminal

records:

% of original previous

conviction reports generated

(95% >15 calendar days)

% of results of trial updated in respect of the following: Guilty Verdict

(95% > 20 calendar days)

% of results of trial updated in respect of the following: Not Guilty

Verdict (95% > 20 calendar days)

Enhance the processing of

Forensic Evidence case exhibits

(entries):

% registered case exhibits

(entries) exceeding the

prescribed time frame

(Not exceeding 10%)

% of routine case exhibits (entries) finalised (75% > 35 calendar days)

% of non-routine case exhibits (entries) finalised (70% > 113 calendar

days)

% of IBIS Intelligence case exhibits (entries) finalised (acquired) (95% >

35 calendar days)

% of Biology Deoxyribonucleic Acid (DNA) Intelligence case exhibits

(entries) finalised (80% > 90 calendar days)

Programme 4

Crime Intelligence

To gather crime intelligence in

support of the prevention,

combating and investigation

of crime.

To collate, evaluate, analyse,

coordinate and disseminate

intelligence for the purpose

of tactical, operational and

strategic utilisation.

To institute counter-

intelligence measures within

the South African Police

Service.

To prevent and fight crime

through enhanced

international cooperation

and innovation on police

and security matters.

Programme 4: Crime Intelligence


Purpose: Manage crime intelligence and analyze crime information, and providetechnical support for investigations and crime prevention operations.

Compensation payments are usually the largest portion.

Operational costs are primarily fuel, fleet maintenance, travel and subsistence, as

generated by personnel.

Please note that the Secret Service Account, is not part of Vote 23: Police.

SUB-PROGRAMMES

Crime Intelligence Operations

Intelligence & Information

Management

TOTAL

2018/2019

R million

1 567

2 237

3 805

2019/2020

R million

1 690

2 403

4 093



Statistical

Performance

Indicators

Number of threat and risk assessment reports generated for proactive

policing operations (> to 43 014)

Number of early warning reports generated for proactive policing

operations (Maintain at 27 150)

Number of profiles generated for reactive policing operations (Maintain

at 108 105)

Number of quarterly global threat assessment reports generated (4)

Number of persons of interest reports generated (4)



Conduct network operations to

infiltrate/penetrate criminal

groupings /syndicates and

collect intelligence on priority

threats

% of network operations successfully terminated (100% - 570)

Conduct security risk and vetting

assessments, within the SAPS

(100% - 4 954)

% of security clearance certificates finalised in relation to the total

planned annually (100% - 1 154)

% of ICT security assessments finalised in relation to the total

planned annually (100% - 3 160)

%of mandatory physical security assessments finalised in relation

to the (100% - 640)

% of security awareness programmes conducted in relation to the

total planned annually (100% - 306)

% of cross-border operations and

arrests of identified transnational

crime suspects facilitated, in

relation to requests received from

INTERPOL member countries

(100%)

% of cross-border operations facilitated (100%)

% of arrests of identified transitional crime suspects facilitated

(100%)



Operationalisation

of proactive

intelligence

reports generated

% of pro-active intelligence reports that were operationalised at Cluster/District

level (70%)

% of pro-active intelligence reports that were operationalised at Provincial level

(80%)

% of pro-active intelligence reports that were operationalised at National level (90%)

Operationalisation

of reactive

intelligence

reports generated

% of reactive intelligence reports that were operationalised at Cluster/District level

(70%)

% of reactive intelligence reports that were operationalised at Provincial level (80%)

% of reactive intelligence reports that were operationalised at National level (90%)

Programme 5

Protection and Security ServicesMinimise security violations by protecting

foreign and local prominent people and

securing strategic interests

Programme 5: Protection and Security Services


SUB-PROGRAMMES

VIP Protection Services

Static Security

Government Security Regulator

Operational Support

TOTAL

2018/2019

R million

1 528

1 062

85

267

2 942

2019/2020

R million

1 626

1 133

101

289

3 149

Purpose: Provide a protection and security service to all identified dignitariesand government interests.

VIP Protection Services provides for the protection of the president, deputy

president, former presidents, their spouses, and other identified dignitaries while

in transit.

Static and mobile security provides for the protection of other local &and foreign

dignitaries and the places in which all dignitaries, including persons related to the

president and the deputy president, are present.

Compensation is a prominent element for all protection/security functions with

significant overtime costs. Travel and subsistence cost also prominent.

Programme 5: Protection & Security Services (Component: Presidential

Protection Services / Division: Protection & Security Services)


Provision of in-

transit and

static

protection

% of in-transit protection provided to VIPs without security breaches (100%)

% of static protection provided at identified government installations

and identified VIP residences without security breaches (100%)

Regulation of

physical

security in

identified

government

buildings and

strategic

installations

% of Strategic Installations audited (48.83% - 126 from 258)

% of National Key Points evaluated (100% - 217)

Matters raised by the Select

Committee on Security & Justice

64

The Community Policing Strategy is a strategic response to the Constitution of the

Republic of South Africa particularly Section 206 (3) and the White Paper on

Safety and Security, 2016.

It is intended to operationalize the concept of community policing and to stimulate

active citizenry and citizen participation in the fight against crime.

The purpose of the strategy is to enhance community-police partnerships in the

fight against crime through multidisciplinary collaboration, focusing on:

Public Service.

Building community-resilience to crime.

Multidisciplinary collaboration.

Community Policing and Public Order.

Capacity, Capability and Resourcing of the Community Police Forums.

Community Police Forums.


Implementation of the Community Policing Strategy (Slide

1)

65

The Community in Blue Programme, which falls under the Community Policing

Strategy, emphasises the importance of involving the community in safety and

policing-related matters, through the assistance of community patrollers.

Community in Blue Patrollers will be more involved in structured community safety

initiatives and police-community partnerships, to:

Participate in the social crime prevention initiatives.

Support crime prevention through environmental design initiatives.

Institutionalise community participation within situational and developmental crime

prevention.

Advocate for community involvement in ensuring safety and security needs within the JCPS

cluster.

Collaborate with the SAPS in increasing visibility and operational capacity.

Enhancing community-based intelligence.


Implementation of the Community Policing Strategy (Slide

2)

66

A Youth Summit was hosted by the SAPS, from 27 to 29 June 2018.

The Summit was attended by youth representatives from all nine provinces and led to the

development of the Youth Crime Prevention Strategy.

The aims of the Youth Crime Prevention Strategy are to:

Respond to the policing needs of the youth.

Reduce the number of the youths who commit crime.

Reduce the numbers of youths who are victims of crime.

Strengthen relationships and encourage partnerships.

Encourage all stakeholders to create intern programmes in a coordinated and integrated

manner, engage in joint planning, implementing, monitoring, developing and evaluation to

combat crime.

Encourage all stakeholders to have youth recruitment drives and to enrol best possible

candidates.

Empower & support the youth to become involved in fighting

crime:

Youth Crime Prevention Strategy (Slide 1)

67

Focus areas of the Youth Crime Prevention Strategy:

Safety within the learning environment.

Moral fibre investment, Spiritual Crime Prevention.

Crime Prevention through Environmental Design.

Youth Leadership, Development and Participation and in the Economy.

Disabled Youth Empowerment.

International Relations.

Community Policing, including Traditional Leadership.

Safer Cities.

Crime Prevention through Arts, Culture, Sports and Recreation.

Gender-based violence against young women, children, disabled youth and LGBTI.

Illicit drugs and substance abuse.

Empower & support the youth to become involved in fighting

crime:

Youth Crime Prevention Strategy (Slide 2)

68

Distribution of resources at police station level: Capacitation of Police Stations (Slide 1)

The total funded posts granted for Police Stations, in terms of the Fixed

Establishment/Budget is 120 594.

The current strength of police stations is as follows:

Actual (end June 2019) - 115 997

Fixed Establishment - 120 594

GAP - 4 597

A Business Case has been submitted to National Treasury to appropriate funds for the

increase in the capacity by an additional 62 000 Police Officers over the medium-term.

The decision from National Treasury is awaited.

This will ensure the realization of a police/public ratio of 1:220.

69

Distribution of resources at police station level:Capacitation of Police Stations (Slide 2)

5 000 Police Trainees were enlisted in the 2017/2018 Financial Year and are undergoing

training.

These trainees will complete their training in December 2019, for deployment to the

operational environment, primarily at local policing level.

7 000 Police Trainees will be enlisted in 2019/2020, to capacitate the operational

environments, particularly at local policing level.

The restructuring process is mainly focused on the re-distribution of resources to local level.

This is further complimented by the development of an Integrated Resource Strategy,

which is aimed at the migration of resources (human, physical and financial) to police

station level.

Vacancies will further be addressed with post promotions, the appointment of Senior

Managers and the recruitment of entry level Public Service Act personnel in the current

financial year to address critical vacancies, with a particular focus on the 30 High Weight

Crime Stations.

70

Distribution of resources at Police Station Level

Physical Resources – Vehicles (Slide 1)Vehicle Allocation Criteria

Vehicles must be allocated to the Efficiency Index System (EIS), linked to the allocation of

personnel.

The EIS used to determine the percentage of surpluses/shortages at stations/units and vehicles

must be allocated to the stations/units with the highest percentage of shortages.

Should stations/units have a surplus, such surplus must be redistributed to stations/units with

shortages, in terms of the EIS.

Priority stations must receive preference during the allocation of vehicles.

The type and configuration of a vehicle must be considered when vehicles are allocated, for

example:

4X4 Vehicles are not to be allocated for city driving.

Sedans are not to be allocated to be used in mountainous terrain.

The purpose for which the vehicles will be used, must also be considered when vehicles are

allocated, for example:

If a vehicle is required for the transportation of detainees, a van or truck must be acquired.

Should a vehicle be required for the transportation of passengers, a minibus must be acquired and not

a sedan or LDV.

71

Distribution of Resources at Police Station Level

Physical Resources – Vehicles (Slide 2)

Status of Vehicles in Provinces

Province

Active Vehicles

(Sedan, LDV,

Minibus, SUV)

Vehicle/

Personnel

Ratio

Required

Vehicles

Shortage (-)

Surplus (+)

Vehicles for

Boarding

Eastern Cape 4 485 1:4.07 4 546 -61 897

Free State 2 728 1:3.94 2 826 -98 484

Gauteng 7 949 1:3.96 7 938 11 657

KwaZulu-Natal 6 025 1:3.88 6 013 12 913

Limpopo 2 297 1:4.86 2 794 -497 235

Mpumalanga 2 119 1:4.61 2 680 -561 261

North West 2 154 1:4.16 2 348 -194 551

Northern Cape 1 651 1:4.37 1 824 -173 142

Western Cape 5 282 1:3.85 5 242 40 558

Total 34 690 1:4.07 36 211 -1521 4698

72

The Police Safety Strategy was reviewed and was approved on 23 May 2019.

The Police Safety Strategy aims to implement proactive/preventative and reactive

measures to ensure the safety of all SAPS employees.

The strategy is premised on the following six pillars and priorities:

Pillar 1: Governance:

ꟷ Priority 1: To implement National Instructions/Directives.

ꟷ Priority 2: To implement Provincial Police Safety Plans.

Pillar 2: Proactive Intervention:

ꟷ Priority 1: Operational Readiness.

Pillar 3: Safety of Police Stations, Building and Infrastructure:

ꟷ Priority 1: Assess, Review and enhance the safety requirements of existing police stations, buildings

and premises including new structures.

Distribution of resources at police station level Safety of Members at Police Stations (Slide 1)

73

Pillar 3: Improvement of Physical Security at Police Stations:

Physical security upgrades - 90 Police Stations (10 per Province).

Project execution entails the following :

ꟷ Perimeter fencing (brick and mortar), including vehicle and pedestrian gates (where

estimated value exceeds the R 500 000.00 threshold - Bidding Processes).

ꟷ Community Service Centre (CSC) entrances and service counters (the installation of burglar

doors and bullet resistant glass at the CSC will be procured on a quotation basis).

ꟷ Perimeter lighting (new installations done through prescribed procurement processes.

Upgrading of existing perimeter lighting will be done using maintenance contracts, where

applicable).

ꟷ The advertisement of bids (will done be per province per station to enhance local economic

growth and involvement of youth and locals as general workers).

Implementation of CCTV at Police Stations:

ꟷ 2018/2019 – CCTV implemented at 22 police stations.

ꟷ 2019/2020 – planned installation of CCTV at 126 police stations.


74

The strategy is premised on the following six pillars and priorities (cont.):

Pillar 4: Reactive Intervention:

ꟷ Priority 1: To prioritise cases of attacks on the police through dedicated investigation capability to

restore confidence in the CIS and serve as a deterrent.

ꟷ Priority 2: Effective Investigation.

ꟷ Priority 3: Effective Intelligence.

ꟷ Priority 4: Enhance Criminal Justice.

Pillar 5: Redress and Support Interventions:

ꟷ Priority 1: To ensure employee support and assistance.

ꟷ Priority 2: To address non-compliance to National Instructions and Standing Orders.

Pillar 6: Monitoring and Evaluation:

ꟷ Priority 1: To improve the governance framework.


75

The Rural Safety Strategy was implemented, on 10 October 2011.

The Rural Safety Strategy was reviewed during 2018 to enhance its

implementation and impact, to ensure an effective and sustainable approach, thereby

ensuring optimal service delivery to rural communities, including on farms and

smallholdings.

Roll-out of the Rural Safety Strategy:

883 rural and rural/urban police stations have been identified for the implementation of

the 4 pillars of the Rural Safety Strategy during 2019/2020.

This will extend the Strategy to approximately 87 000 farms and smallholdings in South

Africa, of which around 33 000, are commercial farms.

These farms and smallholding are mostly situated, in the Free State, the Western Cape, the

North West, the Eastern Cape and Limpopo.

Rural Safety Strategy:Roll-out of the Strategy (Slide 1)

76

The Rural Safety Strategy will be implemented through an integrated and

multidisciplinary approach, including the mobilisation of the rural community in

creating a safe and secure, crime-free environment, which is conducive to:

Enhancing food security.

Reduction of serious and violent crime.

Prevention of stock theft.

Social and economic stability.

Rural Safety Strategy:Roll-out of the Strategy (Slide 2)

77

Strategies to reduce the incidence of violent crime:

June 2019 State of the Nation Address (Slide 1)

Strategic Outcome

Oriented Goal 1Stamping (or asserting) the authority of the State

Goal Statement:

Establish safer communities by reducing levels of serious crime.

Execute crime combating operations in identified high crime, hot

spots and hot spot areas.

Ensure multidisciplinary, inter-departmental cooperation.

Ensure internal stability.

Optimise measures to enhance police safety.

Strategic Outcome

Oriented Goal 2Thorough and responsive investigation of every crime

Goal Statement: Improve the Detection of Crime.

Improve the Detection of Organised Crime.

Optimise forensic support to the detection of crime.

78



Strategic Outcome

Oriented Goal 3Priority Crime Investigation

Goal Statement:

Finalisation and implementation of the DPCI Organisational

Structure.

Reviewing the DPCI Operating Model.

Capacitation of Specialised Units.

Develop and implement a Cybercrime Strategy.

Implementation of Section 17G of the South African Police Service

Amendment Act 2008 (Act 57 of 2008).

Development of DPCI information systems.

Strategic Outcome

Oriented Goal 4Crime intelligence in support of policing

Goal Statement: Optimise crime intelligence.

Modus operandi and root cause analysis.

Vetting of members and suppliers.

79



Strategic Outcome

Oriented Goal 5Collaborative, consultative approach to policing

Goal Statement:

Enhance inter-cluster cooperation.

Normalise identified high crime, hot spots and hot spot areas.

Enhanced Criminal Justice System.

Strengthen the community-centred approach to policing.

Enhance public perception of the SAPS’s levels of professionalism,

through improved service delivery.

Strengthen strategic partnerships.

Enhance international policing cooperation.

80



Strategic Outcome

Oriented Goal 6Building a professional and capable SAPS

Goal Statement:

Transformation of the SAPS.

Extent of compliance with the regulatory framework, including

legislation administered by the Minister and impacting on the

functioning of the SAPS and government policy.

Human capital investment.

The optimal distribution and utilisation of resources, informed by

the policing requirement.

Employee Health and Wellness.

Technology in support of the policing requirement.

Improved management of capital infrastructure.

Impact assessment on the implementation of the MTSF and MTEF.

Integrity and ethics management institutionalised.

Enhanced corporate governance.

81

The establishment of Anti-Gang Units is managed as a National Project.

Western Cape Province has been prioritised during 2019/2020.

Establishment of the provincial anti-gang capabilities, will progress in a phased

approach:

Anti-Gang Task Teams have been established in the Eastern Cape and Gauteng Provinces.

2019/2020 Budgetary Allocations cater for:

Operational expenditure and training.

Capacitation of Provinces:

The Western Cape Anti-Gang Unit has been capacitated to 78% of the allocated personnel

strength.

ꟷ The Unit will be capacitated further with post promotions and the Police Trainee intake of

2018/2019.

Further capacitation of the Eastern Cape and Gauteng anti-gang capabilities will take place

during 2020/2021.

Establishment of Anti-Gang Units

Capacitation of Anti-Gang Units (Slide 1)

82

The Anti-Gang Units will comprise of the following capabilities:

Operational Section - Visible Policing, medium and medium to high-risk specialised

interventions, investigation and tracking teams.

Operational Support Section - Intelligence gathering and analysis, an Operational Room

and Management Information Centre.

Support Section - generic support (HRM etc.) to the operational functions.

Members placed at Anti-Gang Units have completed the Basic Police Training and

the Resolving of Crime Learning Programmes.

The Division: Human Resource Development is currently generating the training

needs that will inform the design and development of the Anti-Gangsterism

Learning Programme.

In the interim, work sessions to sensitise Anti-Gang Units members on the Gangsterism

Phenomenon and Philosophy are being conducted.

Establishment of Anti-Gang Units

Capacitation of Anti-Gang Units (Slide 2)

83

The Domestic Violence Act was implemented on 1st April 1999, by means of National

Instruction 7 of 1999 : Domestic Violence as well as the Domestic Violence

Learning Programme, which was reviewed during 2018/2019.

Implementation initiatives, conducted in conjunction with the Civilian Secretariat of

Police (CSP):

Training and capacity building (focusing on station level personnel):

ꟷ 5-day Domestic Violence Learning Programme.

ꟷ 10-day Train-the-Trainer Course for Domestic Violence.

ꟷ Capacity-building work sessions, conducted in the provinces, annually, regarding the

implementation of National Instruction.

Addressing Domestic Violence (Slide 1)

84

Compliance monitoring:

ꟷ Non-compliance with the National Instruction is monitored by the Visible Policing capability

(national and provincial).

ꟷ The Civilian Secretariat of Police conducts compliance audits at police stations.

ꟷ Correlation/comparison of compliance monitoring by SAPS and the CSP.

ꟷ Consequence management (positive and negative) is applied, as required.

Complaints management:

ꟷ The CSP receives and manages complaints on DVA non-compliance from the public.

ꟷ Includes recording of the complaint, sending to SAPS for investigations with clear time frames,

recommending steps to be taken.

Addressing Domestic Violence (Slide 2)

Thank You

ON A JOURNEY TO A SAFER SOUTH AFRICACreating a safe and secure, crime free environment, that is conducive

for social & economic stability, supporting a better life for all.

Thank You

south african police service annual performance...

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